Self Improvement – Blanchard LeaderChat

The Mindfulness Revolution

Blanchard Associate — Fri, 23 Oct 2015 07:01:00 +0000

The Mindfulness revolution is here!
Even if you don’t practice Mindfulness or haven’t been on a Mindfulness course the chances are you have heard of the term.
It is now being taught in some schools, workplaces are using it to de-stress employees and it’s even being ‘prescribed’ by health authorities to reduce anxiety and relieve symptoms of depression.
For about a year and a half I have practiced mindfulness – it is part of my daily life and I get so much out of it. It is not for everyone – a colleague lately mentioned my interest in things that were a bit different and called it ‘fluffy’. That may be some people’s thoughts, but I have reaped the benefits of using various practices that work for me and discarded others that don’t. That’s the great thing about mindfulness, it is different things to different people and you take the pieces you like and leave the ones you don’t.
I have adapted this article from a post I wrote on the Silver Lining blog site.
What is Mindfulness and what is it not?
It is not daydreaming or thinking about the past or future. It’s definitely not hocus pocus and you don’t have to become a hippy to practice it.
Although scientists need to do more research into the benefits of Mindfulness, it is recognised by some neuroscientists and health providers as a way of reducing anxiety and stress. You can even do a Masters in Mindfulness now!
Mindfulness is about being in the present, being mindful of what you are doing here and now; this includes how your body feels, what emotions are you experiencing and just letting yourself ‘be’.
It can involve meditating as part of the practice of mindfulness, but the meditations are very much about shutting off distractions and focusing solely on ourselves.
Auto-Pilot – If you have ever driven or walked to work and seeming got there in ‘autopilot’, you are well aware of not being present. We can feel like our days slip away from us and we don’t fully enjoy the time we have. We also have stresses and commitments that keep us busy and don’t make time to think about our own health and wellbeing.
Taking time to be in the ‘here and now’ and examine how we are feeling is part of Mindfulness. It’s actually very simple!
The Neuroscience
When looking at the brain, scans have shown that the metabolic activity changes when we meditate. The active parts of the brain (shown in red on a scan) increase during meditation. This shows not only that meditation affects our minds, but it also affects how our brain works.
Dr. Michael Baim from the University of Pennsylvania says in his paper called ‘This Is Your Brain on Mindfulness’:
‘Several neuroscientists have shown that some of the brain regions activated during meditation are actually different in people who meditate regularly, and the most recent evidence suggests that the changes can occur in as little as eight weeks. This finding is at odds with what we think we know about brain structure in adults…’
‘ We used to believe that sometime shortly after twenty-five or thirty years of age the brain was finished with growth and development. From then on, the brain became progressively impaired by age and injury, and it was all downhill from there. But recent meditation research suggests that this glum outcome may not be inevitable.’
Using mindfulness meditation can be compared to going to the gym – the more you work out your muscles (in this case brain muscle) the stronger you get.
Harvard neuroscientist Sara Lazar, a researcher in the psychiatry department at Massachusetts General Hospital, looked at the brain’s cortex (the outermost surface of the brain). She found that when brain images of two groups were compared, meditators and non-meditators, some cortical areas in the brains of the meditators were significantly thicker than the same areas in non-meditators.
The cortex wastes away with age; but in Lazar’s meditating subjects, these enlarged areas were the same thickness as what was measured in non-meditators twenty years younger.
Areas of the brain that are important within this region of the brain are the prefrontal cortex which manages higher cognitive “executive” functions like planning, decision making, and judgment, and keeps us out of trouble by facilitating socially appropriate behavior. Also, the insula which controls sensation and emotion, and processes social emotions such as empathy and love. It is thought to be essential for the capacity for self-awareness.
Practice
Mindfulness practice, also referred to as Mindfulness meditation, takes time to master. Here’s a few ways you can practice…

Chocolate Meditation

We all eat without thinking. Get a piece of chocolate (I prefer dark chocolate because of its health benefits and greate range of flavours!) and put it on your tongue. Spend a few minutes letting it melt – think about the texture and all the flavours you experience.

Noting – Using Your Breath

I use this regularly; when I feel stressed or need to take the emotion out of a situation. I also used in recently when I had to take 6 flights within a space of 2 weeks – for those who know me well, you know I passionately dislike flying!
If you have ever studied Cognitive Behaviour Therapy (CBT) you will understand that thoughts lead to emotions and potentially negative actions. This is a great way to break that cycle.
Breath in slowly and whilst doing so say (in your head) ‘breathing in’. Then, on your slow out-breath say ‘breathing out’. Repeat just focusing on the breath.
This noting will help you avoid distractions and get in tune with your breath. It will give you a great sense of calm.

Happiness – Taking The Time To Be Present

With all the stresses and strains of daily life, we forget about what makes us happy and what we are grateful for. Take 10-15mins to write down what makes you happy and what you are grateful for.

Top 3 Reasons Why Being a Great Leader Isn’t Easy

Hart Lee — Sat, 19 Sep 2015 02:13:20 +0000

A few months back, I asked a group of leaders for a show of hands on who had experienced either oversupervision or undersupervision. Almost every hand went up. But then I asked how many had themselves oversupervised or undersupervised their direct reports. Only one or two hands shyly peeked out from the crowd.

So what’s going on? Well, leaders can sometimes be unaware of what they should and should not be doing. And this lack of awareness separates good leaders from great leaders. Great leaders know that leading is a never-ending journey that can be filled with treacherous obstacles.

So what do you need to know to become a great leader?

1. People are unpredictable

Your direct report may not necessarily react the same way each and every time to you. And you yourself may also change from day to day. So always using the same style of leadership may not always yield the best results. Instead, great leaders tailor their approach to each task, situation, and individual to effectively meet the direct report’s needs. So find out how your direct report is doing and what’s going on in his/her life, and then use that knowledge to better inform how you lead him/her.

2. It takes skill

It’s easy to fall into a routine. That’s why we have habits. But as people are unpredictable, you must also be flexible in your style of leadership to be able to match in each unique situation. The best way to do this is to have a learning-oriented mindset, by being on the lookout for new approaches, practicing other styles of leadership to be more flexible, and keeping up-to-date on what’s going on with your direct reports, your organization, and beyond. A great leader will always say, “I have so much left to learn in being a leader!”

3. It takes time

Don’t be discouraged if you aren’t able to immediately improve your effectiveness as a leader. Remember, it’s a life-long journey. As with anything, leadership takes time and patience to perfect. And this means you should constantly be trying to improve and grow as an individual. There’s no finish line, but instead a continuous evolution of who you are as a leader, being able to serve your direct reports more and more effectively with each passing day.

Image Credit: 1 | 2 | 3

Leadership Advice: Words of Wisdom for My Younger Self

Blanchard Associate — Fri, 11 Sep 2015 07:01:00 +0000

I don’t have regrets and I know what my mum would say if I comment on how lucky I have been at work. The line ‘you create your own luck’ normally rears its head. I won’t tell her, but she’s right! I do wish at times I had more confidence in my ability though and wasn’t so hard on myself.
I have pondered over the last week what I would tell my younger self if I had the chance, but also what I would tell other young or aspiring leaders.
You can influence others without authority
You may not be a manager or have direct responsibility for making a decision, but you can contribute and you should. You thoughts, ideas and input are valuable and may have a huge impact on an individual, department, business unit or even a whole company.
You will have a job as a Project Assistant for a local authority in your Summer holidays whilst studying at university. You will be brought in to do the project team’s filing, but you need to show interest in the ‘bigger picture’, learn the team’s objectives and how you can help them. A number of small projects later and you will find yourself on an away-day working on a transformation strategy with the heads of service. Imagine that! Never think you can’t influence others.
You will get knocked down, but you will get up again
It was Winston Churchill who said ‘Success is stumbling from failure to failure with no loss of enthusiasm’.
Your career won’t all be plain sailing, there will be set backs and challenges. Just remember that everyone needs these challenges and to make small mistakes in order to learn.
You wouldn’t have the length and breadth of knowledge years down the line without a period of learning and we all gain that from ‘doing’ and making errors. It’s a hard fact of life, but don’t beat yourself up over it. You’ll be a stronger person as a result.
Be inquisitive
I was talking to my team this week on the topic of ‘thinking like a child’ and I wanted to tell my younger self to always ask questions. You are a sponge when you are younger and have a creative, out –of-the box thinking that often gets lost as we get older. We have more responsibilities and the stresses and strains of life take over.
So, my advice is to be inquisitive, ask questions and soak up as much information as you can. You have a great opportunity to learn from everyone around you, the good bosses and the bad. Treat it as a gift.
Take all opportunities available to you
When we progress in our careers there’s the tendency to take on too much and to have to learn the art of delegation and sometimes just saying ‘no’.
My advice to the younger me is to take every opportunity that comes your way. Everything is an experience, a learning curve and some will be a marvellous adventure. People will admire your enthusiasm and are more likely to offer you other opportunities in the future.
There’s a lovely quote from Mario Testino, he said ‘my favourite words are possibilities, opportunities and curiosity. I think if you are curious, you create opportunities, and then if you open the doors, you create possibilities’.
The challenge of youth; earn the respect of others and be positive
It’s going to be a bitter pill to swallow; but the reality is that when you are young people will judge and question your ability. The best thing you will ever do it to remain positive and plough your energy into proving your worth and earning the respect of others.
This is not a bad hand you have been dealt, it’s an opportunity to prove your worth and to shine. Every manager you will have will admire your determination and perseverance; it’s up to you to gain their respect.
Be confident about your value
This last piece of advice is not about strolling into your bosses’ office and asking for a pay rise, but it is about giving yourself a pep-talk when things aren’t going so well.
Always be confident in your ability and know your worth. We are all different and that means we are have unique strengths that add value to a workplace – know what your value is and bring it to the table.
Lastly, keep a phrase, quote or mantra in your pocket for the tough times. I will give you a start with the latin phrase ‘Carpe Diem’!

5 Things People Do To Look Really, Really Busy

Gus Jaramillo — Fri, 17 Jul 2015 08:22:21 +0000

Moral Courage

Jemma Garraghan — Fri, 03 Jul 2015 14:00:00 +0000

“Real courage is when you know you’re licked before you begin, but you begin anyway and see it through no matter what.”
Harper Lee, To Kill a Mockingbird

Courage is a well-admired human trait; but when asked what courage is, what do you think of?

Is it a soldier, fighting a battle far from home against a fierce, unknown enemy?
What about a fire-fighting hero running in to save someone from a burning building?
Perhaps your imagination stretches to a fictional hero, rushing in to save the day?

All of these are an example of physical courage – someone’s life is in imminent danger, and our courageous hero puts everything right again.

But forget about your cape-wearing, pants-on the-outside, lycra-clad hero. What about normal, average people? The British have a wonderful phrase for this: “The man on the Clapham Omnibus” – people going about their everyday business.
This could encompass individuals who blow the whistle on corporate corruption, at risk of losing their job; or – an example from one of my favourite books (Harper Lee’s “To Kill A Mockingbird”); a Lawyer, who stands up to defend someone who is innocent, even though society condemns them for doing so. Could these people be described as ‘courageous’?
In a word: yes!
The courage demonstrated by holding on to one’s own values – regardless of whether this is on the battlefield, or in the boardroom – is Moral Courage.
Lisa Dungate defines Moral Courage perfectly in her blog on Lions Whiskers, where she explains that: “Moral courage means doing the right thing, even at the risk of inconvenience, ridicule, punishment, loss of job or security or social status”.
Novelist, J.K. Rowling’s Harvard Commencement Speech for the Class of 2008 provides some moving examples. The video of her speech, from TED.com, is 21 minutes long; but at 12 minutes she gives an emotional recollection of her time working at Amnesty International, with people who risked their own lives to speak out about the persecution, abuse, and torture taking place in their home lands.
Everyday moral courage often isn’t this extreme, but that does not mean that it is any easier to practice: moral courage might mean being different or disagreeing publicly.
As difficult as it is – displaying moral courage can earn respect, trust, and admiralty; and by practicing moral courage very day it gradually will become easier.
Let’s take moral courage away from the corporate setting, for a moment; and consider practicing in every day situations:

You and your friends are deciding what movie to see, or where to get dinner, but you don’t like the choice they all prefer. Instead of going along silently, or pretending to agree, say, “Well, it wouldn’t be my first choice, but if you all like it, that’s OK with me.”
One of your friends has gotten a tattoo, and everyone is admiring it, but you don’t like tattoos. Instead of letting everyone believe that you also think tattoos are really cool, have the courage to express a different view. “I’m glad you like his tattoo, but personally, I just don’t see the appeal.”

You don’t need to be being rude; or enforcing your own opinions on others, to demonstrate moral courage.
But, as professionals, how can we use these skills to make values-driven decisions consistently?
The Ivey Business Journal gives examples of moral courage in leadership: In August 2008, when Michael McCain, CEO of Maple Leaf Foods, stood in front of the press to accept responsibility for the contaminated meat scandal that resulted in numerous deaths, he undoubtedly needed courage. Southwest Airlines CEO, James Parker, would have needed courage when he went against the industry job-slashing trend following 9/11 when he courageously announced that he would keep all employees
Why is moral courage important in leadership?
Moral courage is crucial in developing authenticity – it empowers individuals to discover and demonstrate what they stand for – even if this is at the disapproval of others. By developing self leadership through action in moral dilemmas, professionals and leaders can ensure both integrity and impact.
Actions speak louder than words. Leaders at all levels need to act out their expectations, behave honestly and openly, and demonstrate loyalty. They need to establish and maintain open communications, so that those working with them know that their suggestions will be listened to – that they have a voice. People need to know that their leader isn’t going to act on a whim, just because it’s the majority decision. All of these qualities are facilitated by a leader who has courage.
Leaders with moral courage can be trusted by colleagues to do the right thing. It takes courage to tell the boss something that they do not necessarily want to hear; or to redirect an employee; or to make unpopular decisions.
An awareness of the importance of doing the right thing – which is not necessarily the popular thing – can help leaders demonstrate moral courage when they face ethical challenges in the workplace, and uphold ethical working environments and business standards.

Passion + Enthusiasm = Success?

Jemma Garraghan — Fri, 20 Feb 2015 14:00:00 +0000

What is “Passion”? The dictionary says: “a strong and barely controllable emotion”; “a state or outburst of strong emotion”; and “an intense desire or enthusiasm for something”. Passion is the positive emotional state of mind – which drives a willingness to apply discretionary effort; long-term commitment; peak performance; and satisfaction.

The Passionate Leader
Leaders need to love what they do; otherwise, where are they leading their employees? Leaders who display passion can engage the hearts and mind of employees, foster their commitment and determination, and empower their employees to meet meaningful goals.
Passionate leaders create an environment that energizes others; mixing passion with employee involvement, and transparency. Communicating passion every day, and in different ways – a face-to-face engagement, an exciting meeting, or a quick e-mail – allows the leaders’ enthusiasm to shine. If an employee feels trusted and involved, they can share their leaders’ passions and develop their dedication to their organizations.
Leaders with a passion have the power to instill a sense of meaning – they can provide a “bigger picture”, making the work their employees do worthwhile. Passion makes work about more than just a paycheck. People who feel that their work is valued feel empowered to make meaningful changes for their customers.
The Passionate Employee
Employee engagement and employee passion are essential for productivity, profitability, and customer loyalty. An engaged, motivated, and empowered workforce is far more likely to work at optimal levels, and have a higher performance.
In 2006, The Ken Blanchard Companies embarked on a new study to explore the concept of Employee Passion more fully concluding that, for employees to be passionate about their work, they need to have meaningful work – which means they should understand how their work adds value to the organization and creates positive results. They need an organizational culture that encourages collaboration, sharing, interdependence, and team spirit. The work environment needs to be fair – benefits, resources, and workloads are fair and balanced. They should be given the autonomy to choose how tasks are completed; have the information and authority needed to make authoritative decisions – and know the boundaries of this; and be trusted to do their job without micro-management.
Employee passion is reinforced with recognition – which can be verbal, written, or monetary; praise or promotions – for their accomplishments, and the opportunity for growth, where employees are supported in future career planning. Employees also need to feel connected with their leader and their colleagues, which requires honesty and integrity at all levels; and making an effort to build rapport.

Train Your Passion
By asking yourself what drives you to work hard; commit; achieve; and what makes you happy, you can grow your own enthusiasm for your work. Ask yourself:

What makes you feel energized?
What makes you get up in the morning?
What keeps you going when things get tough?
What makes everything you do worthwhile?

Passionate leaders spend time with their employees – learning about employee needs and desires, how to communicate with them, and what makes work meaningful to them. Employees with a passionate leader – where this passion is communicated and shared – are more enthusiastic and engaged. Organizations must provide meaningful work, autonomy, and opportunities for growth, encourage collaboration and recognition, and address the concept of fairness in order to maximize Employee Passion. Passion, in turn, creates driven, enthusiastic, committed and hard working employees.
Employees with a positive attitude create success.
Find your passion, grow it, and share it!
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About the author: Jemma Garraghan is an EMEA Project Manager at the Ken Blanchard Companies. She can be reached at jemma.garraghan@kenblanchard.com

Wandering The Navajo Pollen Path

Blanchard Associate — Fri, 19 Dec 2014 22:52:21 +0000

Annual events such as birthdays, holidays, or the New Year inspire us to re-orient ourselves as we ask some important questions: Where am I and how did I get here? What goals did I set what have I achieved or missed? Where am I headed and how will I get there? What have I learned and who has helped me? What I am grateful for and what would I like to change? Where did I struggle and where did I rise?
Three years ago, when I was emerging from great struggle and conflict into self-realization and growth, a dear friend introduced me to the Navajo Pollen Path, pictured below.
Accompanied by a ceremonial chant:
Oh beauty before me,
beauty behind me,
beauty to the right of me,
beauty to the left of me,
beauty above me,
beauty below me,
I am on the Pollen Path.
In the house of life I wander,
On the pollen path.
The Pollen Path symbolizes an individual’s journey through life and it is rich in myth and meaning. Originally created as a sand painting, it was used in ritualistic healing ceremonies during which community members gathered to support an individual on their spiritual exploit. Following their own footprints at the bottom of the image, the initiate passes by two guardians who usher the individual into the spiritual world. As the initiate continues up the cornstalk, which symbolizes sustenance, there are several points along way where pollen is sprinkled to germinate his growth. Within this sacred space, the individual experiences positive and negative forces and he encounters spiritual messengers, depicted as male versus female and representing the different energies of the sun and moon. These helpers arrive at a critical time when the individual’s path is dramatically struck by a bolt of lightning, electrifying his opportunity to either seek and accept help or be stalled on his journey. If he is brave enough to continue forward in the after-shock, the individual meets a dove at the top of the cornstalk, which symbolizes peace at the end of his path. He has reached spiritual enlightenment and is now free to follow his footsteps back to the beginning where he will be ushered once again into a new pollen path.
It is circuitous to remind us that our journey has many starting points, stalling points, opportunities for growth, and people in our surroundings who are there to help us in ways we often are not aware of until we emerge from the path stronger and ready to start again. The Pollen Path can be used as a reminder that struggle is a natural part of life and a necessary condition for progress. It can serve as a reminder to never take for granted the beautiful hearts and souls who have helped you along your journey, and it can provide a sense of purpose knowing that you might be instrumental to someone else’s growth.
Like many of you, I have reflected on my trials and triumphs from the past year and I welcome a fresh start at the dawn of the New Year. May you find what you seek in 2015! In the house of life you wander, on the Pollen Path. It’s a continuous journey—Make it a beautiful year!
Photo Credit: Pollen Path
About the Author: Sarah is a Professional Services Intern at The Ken Blanchard Companies. She is pursuing a Ph.D. in Consulting Psychology, and her research is based on mindfulness. Contact: sarah.maxwell@kenblanchard.com.

Leadership: How to Adapt and Survive

Hart Lee — Fri, 06 Dec 2013 11:43:19 +0000

Remember the T-1000 in Terminator 2? The bad guy who was made of liquid metal and could take on the appearance of any other person he met? What made him such a formidable enemy was that he could adapt to any situation. Don’t have a weapon? He’ll just turn his entire hand into a sword. Avoiding detection? Melt and become the floor. Crying baby? Morph into the mother and gently mimic her voice to soothe the baby.
Ok, maybe that last part didn’t actually happen, but who knows what could have transpired if the T-1000’s agenda didn’t involve constant destruction. Really, he could have accomplished almost anything. And that’s the point… he was flexible (both literally and figuratively). And great leaders are that as well (in the figurative sense, of course, unless we’re talking about yoga instructors).

But most people do not seem built for this flexibility. By the time we’re ready to lead, we have shaped a certain identity that is already filled with characteristics, beliefs, and behaviors that are not easily changed, thus giving psychologists a reason to study personality. But you are more adaptable than you think.
Imagine you are in the crowd at a sporting event with your favorite team squaring off against its greatest rival. All your like-minded friends are there with you, cheering on your team and jeering the enemy. What are your behaviors? Now imagine you are with a potential client on an important business meeting at a coffee shop. Now you’re with your family at your favorite vacation destination. Now a romantic date with your significant other. Did your behaviors change? But you are still just yourself with your singular identity. How is it possible that you can exhibit, in some cases, such jarringly different personalities?

The answer is simple. Think of yourself as having varying quantities of various qualities. And, depending on the situation, you adjust the dials on some of those qualities to construct different personalities. But what’s empowering is that you are manually changing your behaviors. You are in control of who you display, because you can choose to see, for instance, the romantic date as actually the sporting event. This may not go over so well with your significant other, but then again, it may go over wonderfully. You really don’t know unless you try! And all it takes is a quick change in perspective.
So essentially, you have hundreds of different personalities living inside of you and you decide who comes out. Go out and try a personality you don’t normally use in a situation. Why? For the sake of becoming adaptable! Because learning and practicing adaptability can take you from a good leader to a great leader! And being more adaptable can benefit both you and those around you. Unless, of course, you’re the T-1000.
Image Credit: 1 | 2 | 3

The Look of Ethical Leadership

Blanchard Associate — Fri, 10 May 2013 10:00:18 +0000

Call me idealistic, but I want more from Gen X and Gen Y when it comes to leadership. I want to see us go beyond the standard leadership stereotypes to something more global, accepting, and inclusive. To encourage non-typical leadership types to emerge and develop.
Can you imagine what it might look like if high-potentials weren’t chosen based on how well they fit the corporate image, but instead on how well they treat others? Have we gone overboard with making sure leaders present themselves a certain way as seen in the following video?

Sure, they all have the right corporate image, but is that what the leader of the future should be? What if these guys in the following video were the most ethical leaders you would ever met…

What about those people you work with right now who might not say the right corporate buzz-words, wear the right clothes, or graduate from the right schools?
What if instead, true leaders naturally emerge because everyone whom they come into contact with experiences a solid trustworthy person. When faced with the decision between right or wrong without hesitation he or she takes the ethical high-road. They might not have the right hair, but go out of their way to give credit to the entry-level employee with the bright idea that just made the company millions.
Maybe leadership looks more like the quiet co-worker who detests public speaking and back-to-back meetings, but whose character is unmistakable. Maybe it’s the guy who knows nothing about golf and can’t stand wearing polo shirts or it’s the girl who really doesn’t want to hide her tattoo because it’s part of who she is.
What if tomorrow’s leaders are more about the inside than the outside? Less about the look and more about how they make you feel. Can you imagine? What if tomorrow’s leaders make good decisions, treat people well, and have brilliant ideas, but don’t look or sound the part.
I realize that in a global context, defining what it means to be an ethical leader will differ slightly, but the idealist in me once again asks whether we can move to a broader view of what an ethical leader should look like…
…to a leader who treats others with respect at every given opportunity, someone who is inclusive in encouraging dissenting opinions and viewpoints. Someone who really hears the thoughts and ideas of others, who doesn’t hold an employee’s title over his or her head as a mark of competence, and instead encourages all people regardless of background to lead at all times in everything they do.
All regardless image. Can you imagine…something different?

***

Cheryl DePonte is a Human Resources Learning and Performance Specialist at The Ken Blanchard Companies and has over 15 years experience in the fields of organizational effectiveness and human resources development.

Tips to Contain the Crazy: Increasing Productivity While Reducing Stress

Blanchard Associate — Fri, 19 Apr 2013 11:30:54 +0000

I love to learn new ways to increase my own productivity while also reducing stress. I call it containing the crazy. Like many of you, I cling to my calendar, my to-do list…I shudder to think of the chaos should I ever lose my phone.

Recently, I decided to try some new ways to be more productive and less stressed:

1. Spa water – in a scientific study, those who were fully-hydrated had improved mood and were less sleepy. So, I decided to try drinking spa water (sometimes called “infused water”) and I’m hooked. You get your water in for the day and it’s flavored without all the calories and chemicals. Refill as needed and enjoy. Here is a wikihow on how to make spa water:

How to make spa water

2. Concentration Music – it is said that listening to baroque classical music has been scientifically shown to improve mood, productivity, and concentration. So, I decided to give it a whirl and wouldn’t you know, it works! I get more work done faster and more precisely while being relaxed the entire time. Gotta love classical music! Here is a sample for your listening pleasure:

3. A Timer – scientific studies also show we have a limited attention span for tasks. This time has varied in studies anywhere from 10 minutes to up to 40 minutes. So, I set a timer and only worked on a task for a specified period and then took a break. I also used a timer to go back and forth between tasks. This has worked wonders for getting many more things done in a day than I could have imagined. A link to a fabulous, easy-to-set online timer:
Online Timer
These tips for containing the crazy work well for my own personal work style and help me to be a more calm, productive, and focused leader.
Share with us your tips to contain the crazy, increase productivity, and reduce stress. No matter how unique they may be, please share! What works for you?

Leadership as an Experience in Humanness

Blanchard Associate — Fri, 15 Mar 2013 10:00:56 +0000

At the beginning of my career, desperate for experience, I took whatever job I could in my field. Fortunately, my first manager treated employees and customers like gold. Luck struck twice when I was hired by yet another wonderful manager.
Regrettably, subsequent managers provided the “opportunity” to witness appalling treatment of both employees and customers. Still relatively naïve, I unconsciously swept their behavior under the rug in an attempt to gain valuable experience.
As my skill-set grew, I became disillusioned with my own attempts to lead. Emulating a combination of previous managers, who overall, seemed successful, led to followers who appeared blatantly angry, humiliated, and hostile. Advised not to take it personally, I couldn’t help but wonder what I was doing wrong and how I could change. With a warrior mentality, I read every work regarding leadership I could find and studied leaders as if by doing so I could internalize their success merely by being in their presence.
My leadership skills improved, yet something was still missing. I fervently questioned reasons why I was obsessively engaged when being led by some and so greatly disappointed when being led by others.
It took a truly unfortunate interaction with a leader long ago for me to embrace that even in the workplace I was a learning, feeling, developing, mistake-making fallible human being….and that there was nothing anyone could do to change this. The difference between those leaders who got the best and worst of me was their willingness to unconditionally accept me. Those who received my highest level of loyalty, performance, engagement, and respect were those who liked and even embraced my humanness.

Downshifting emotionally, I tapped into a level of humility that allowed me to personally, yet not unprofessionally, connect with those I was leading. Forgiveness, understanding, compassion…the willingness to let go of control enveloped me. Resultantly, I felt the vulnerability and fear of those I was leading. I could see and feel the need for hand-holding and that was okay! I could connect with their lack of confidence and disbelief in their abilities.
I listened. Then, I listened some more and allowed for silence and space. Never have I experienced employees so willing and hungry to give everything they have to their work. The change was so fast and dramatic it was emotionally overwhelming. There was no need to question how those I lead felt; it was clear that through their actions they felt just as I had at the beginning of my career.
*Photo courtesy of http://i368.photobucket.com/albums/oo121/4thfrog_2008/2uel34n.jpg
***
Cheryl DePonte is a Human Resources Learning and Performance Specialist at The Ken Blanchard Companies and has over 15 years experience in the fields of organizational effectiveness and human resources development.

Lead Your Team To Effectively Use Technology To Learn

Blanchard Associate — Fri, 08 Feb 2013 12:00:48 +0000

Ensuring employees have ample opportunity to learn and develop is crucial to organizational success. Yet, leaders can be bombarded with messages to increase the use of technology if they want the most effective means for their teams to learn.

As a leader, how do you judge which learning modality will lead to the most effective, quality learning experience? How do you appeal to learners on your teams at differing levels of technological savviness without discouraging their development? Or, worse, avoid humiliating anyone who is not as technologically savvy while simultaneously avoid disengaging your digital learners? Preventing yet more training materials being set up on a shelf never to be used again is key!

Steps you can take to lead your team to effectively use technology to learn include:

1. Understanding how your team learns – Become intimately familiar with how your team learns. Do you offer a learning product on a flash drive only to find you run out before you can order more or are you scheduling face-to-face classes on their behalf with little resistance? Are your most productive employees viewing recording links from live stream workshops because they want to learn in their own time in the comfort of their office? How your employees learn will help you intuit in what form content should be delivered to increase learning. Don’t discount your own observations regarding what your employees seem to gravitate toward.
2. Determine their favored modalities – Fit how the content is offered to the learner by offering it in various forms such as audio, video, face-to-face, and asynchronous. Have a workshop that you know learners on your team will love but know it’s in a format they won’t be interested in learning from? Encourage your employees to determine if they would be interested in learning the same content in a different modality. If the content is off the shelf, inquire as to whether it is offered as mp3, asynchronous, and face-to-face format. Purchase and offer multiple forms and see which format your team seems to prefer. Learn from your purchases and take note of what your employees want more of and most often request.
3. Then…limit options – mp3 audio books, asynchronous learning groups, virtual book clubs , CDs, DVDs, hard-copy libraries, face-to-face workshops…the list goes on as to how employees learn and you could potentially intimidate and confuse learners by creating modality overload. Most important after determining how your team learns is to introduce new technology and options slowly by choosing their favored modality. Then, let them get comfortable with change by limiting the options offered to those two or three favorite modalities the team gravitates toward. Don’t get caught up with the new, shinny technology if you know your employees will most likely not be interested in learning in that particular format. Perhaps you have determined your team enjoys reading hard-copy books, listening to CDs, and asynchronous learning. Invest in these three modalities by allowing your employees to show you this is how they most feel comfortable learning. If the content is then offered as a webinar with live chat, don’t spring it on the team. Wait to allow them to lead you in their own learning.
Understanding how your employees learn will help increase the benefits derived from learning in modalities that best fit the learner and resultantly most benefit the organization.
***

The Hero’s Journey—Applying the Epic to Your Career

Blanchard Associate — Fri, 09 Dec 2011 18:59:35 +0000

Sing in me, Muse, and through me tell the story
of that man skilled in all ways of contending,
the wanderer, harried for years on end,
after he plundered the stronghold
on the proud height of Troy. —The Odyessy, by Homer
Your career is an epic journey! Or, at least, it should be—something that Homer or Isaacson would muse about over pages of poetry and prose. Unfortunately, too many careers seem to be cut adrift, floating across an open sea without direction or purpose. Too many are a flat line rather than a brilliant arc that follows the blueprint of classic heroes leaving the comforts of home and launching into an adventure of challenge and triumph, where they discover their true identity and leave an indelible legacy for future generations to glean from.

The Epic Career

How do we get to a point of letting go of the helm and allowing time and tide of circumstance roll across the bows of our careers, pushing us into the inglorious unknown? We don’t graduate from high school or college and expect to drift aimlessly through the next 40 to 60 years of our work life. We push off the shores of our young adulthood, eager to make an impact on the world and sufficiently pay our bills in the process.
But very few decide how they are going to effectively manage that journey through the various phases and chapters of their career. Very few have a plan—a GPS- activated map on how they will navigate their glorious journey.
In the early stages of our career, we are largely in exploration mode. We ask, “Who am I?” (A question you should never stop asking throughout your career.) We explore who we might want to be and begin to discover how our passions can align with the work we do. At this early stage of a career, individuals need fundamental coping skills gained through learning tools, techniques, and experiences—skills that cannot be taught in the halls of academe, but only in the process of executing our day-to-day tasks.
Then, as we reach our late twenties and early thirties, what becomes really important is practice management—management of self and others. Leadership! This is the stage where we should begin to make those early dreams come to life. It also becomes the time where we begin to face the conflict and challenges of a dangerous and exciting workplace.
However, just like practical basic skill sets can’t be taught in a classroom, the skill set of practice management can’t be learned at the University, only taught in theory. The skills need to be applied to our day-to-day experiences at work to be truly learned. In fact, how we become better contributors to our work is not often even taught within the organizations we work for. We are typically left on our own to figure out how to navigate through the stormy waters that threaten to make our careers irrelevant. We are vulnerable to the prevailing winds of the economy, internal power struggles, politics, and even worse—we are vulnerable to becoming so disillusioned that we slip into a state of indifference. Instead of thriving, as we once dreamed we could, we become content with just surviving on the open sea.
Why do we stop learning during the most critical stages of our career? I don’t mean simply going back to school (a noble endeavor), but rather the practical application of new skills to the work we are doing today? So often we give up on learning the critical skills that can help us master the work we are currently engaged in—skills and tools that could help us navigate the perils and storms of our career—moving us from simply surviving into Herculean thriving.
The journey is taking place now! What are you doing to help write your epic masterpiece?
Jason Diamond Arnold
Co-Author of Situational Self Leadership in Action

The Work-School Balance

Blanchard Associate — Fri, 11 Nov 2011 14:03:19 +0000

Today’s posting goes out to all those working professionals who may have underestimated their boundaries to the point of no return – and who may be questioning their sanity on a regular basis. I am talking about the working student. Do I have any sympathizers out there?

You know how it goes: Work a very busy day, challenged by curveballs left and right, tired at the end of it, but wait – you’ve got that second wind, just enough to buy groceries or squeeze in a quick workout – only to race home, hoping that your third wind kicks in with enough energy to start a research paper? But wait! There’s more. You get to do it all over again tomorrow.
Over the last eleven months, I have been working toward a degree through an all-online program. I’m sure I speak for thousands of others when I say this is no easy feat. Hundreds of pages of weekly reading, library and online research, a paper due every other week, virtual group projects, online exams, and mandatory discussion forum posts all in addition to, well, life, including the responsibility of being a working professional.
Week nights often consist of motivational self-pep talks: “You’re not too tired – you can totally do this!” Or, the bribe: “If you just finish these 70 pages, you get to watch Survivor!” The weekends are even better: “I’m so excited – I get a whole Saturday to catch up!” My husband is even into the incentives now: “You can do it, hun, just one more discussion question then it’s time for The Amazing Race!” We don’t have kids yet, but I can imagine the work/school balance is exponentially more challenging for those who do!
Does this sound familiar to anyone?
All of that said, I have to be honest… Despite the organized chaos that the last eleven months have been, I’m going to be a little bit sad when it all comes to an end next summer. Once my initial panic subsided about a month into the program, my days became filled with constant learning, a deeper thirst for knowledge, a broader worldview, the continued reminder to be inquisitive and to think critically, and a greater appreciation for others’ views, particularly those that are different from mine.
For these reasons I hope my learning never ends, because I truly believe it is a defining quality that sets leaders apart. The greatest leaders in my life have been those with an insatiable thirst for knowledge. They embrace change, always look to discover something new, and aren’t afraid to adapt when needed. They willingly accept feedback. Leaders are always looking for ways to challenge themselves – to take risks – even if it brings the possibility of failure. They seek wisdom from those who have gone before them; they aren’t afraid to ask questions. A lack of knowledge is not viewed as a weakness, but rather as an opportunity to grow.
I hope we all never stop learning.
Comments

Don't Forget to Breathe

Blanchard Associate — Fri, 18 Mar 2011 16:15:30 +0000

I close my eyes. I begin to count slowly as I inhale through my nose, “1, 2, 3, 4, 5.”
I briefly pause and then once again count slowly while exhaling through my mouth, “1, 2, 3, 4, 5, 6, 7, 8, 9, 10.”
This exercise has become routine for me. I find myself pausing to repeat this exercise regularly throughout my day. When the waters of daily life work themselves up to a rapid boil, it is this ritual that cools the water to a comfortable temperature.
Breathing was something I took for granted before my soccer career began some 25+ years ago. A couple of years into my young career I had a coach who stressed proper breathing techniques. Like most young kids just starting out in athletics, I would run hard but labor for air while breathing in and out through my mouth. Then, rather quickly and frequently, I would feel compelled to stop and hunch over, with my hands on my knees, while struggling to take in air. It felt like forever and a day before I was able to get enough air in so that I could resume playing…before quickly running out of steam again and repeating the routine. It never occurred to me that I was doing anything wrong. It was all I knew at the time. Thankfully, my coach enlightened me.
After implementing what initially felt like very minor and subtle changes, I quickly noticed an overwhelming change in my physical and mental performance. Instead of the shallow mouth-breathing that I was accustomed to, I learned how to regulate my breathing by inhaling through the nose and exhaling through the mouth. Incorporating a rhythmic intake of oxygen allowed my body and brain to function more efficiently. I wasn’t wearing down as quickly and I was playing smarter.
Of course, at some point I’d still hit a wall, only now it took much longer to reach the wall. But when I got there, no longer would I hunch over with my hands on my knees and wonder why it took so long to recover. I now stood up straight and tall, with my hands on top of my head, fingers intertwined, taking in deep breaths of air through my nose and exhaling through my mouth. Standing upright allowed my lungs to open up and fill with oxygen whereas my previously used improper technique did not. No longer did it feel like an eternity before I was able to go on, now I was ready to resume in mere minutes, or even seconds.
Upon reflection, I am amazed and amused that an incredibly simple shift in behavior could be such a game-changer. Then again, the most impactful self-improvement measures are typically the result of a simple, subtle change in behavior. The challenge is recognizing where the shift actually needs to occur. Quite often we need someone to point it out to us, even when the answer was right there under our nose all along.

The Definition of Greatness

Blanchard Associate — Fri, 14 Jan 2011 12:00:20 +0000

The following excerpts are from Dr. Martin Luther King Jr.’s “The Drum Major Instinct” speech delivered at Ebenezer Baptist Church in Atlanta, Georgia, on February 4, 1968.
“And there is deep down within all of us an instinct. It’s a kind of drum major instinct – a desire to be out front, a desire to lead the parade, a desire to be first. And it is something that runs the whole gamut of life.”
“And so before we condemn them, let us see that we all have the drum major instinct. We all want to be important, to surpass others, to achieve distinction, to lead the parade.”
“And you know, we begin early to ask life to put us first. Our first cry as a baby was a bid for attention. And all through childhood the drum major impulse or instinct is a major obsession. Children ask life to grant them first place. They are a little bundle of ego. And they have innately the drum major impulse or the drum major instinct.”
“Now in adult life, we still have it, and we really never get by it. We like to do something good. And you know, we like to be praised for it. Now if you don’t believe that, you just go on living life, and you will discover very soon that you like to be praised. Everybody likes it, as a matter of fact. And somehow this warm glow we feel when we are praised or when our name is in print is something of the vitamin A to our ego. Nobody is unhappy when they are praised, even if they know they don’t deserve it and even if they don’t believe it. The only unhappy people about praise is when that praise is going too much toward somebody else. But everybody likes to be praised because of this real drum major instinct.”
“There comes a time that the drum major instinct can become destructive. And that’s where I want to move now. I want to move to the point of saying that if this instinct is not harnessed, it becomes a very dangerous, pernicious instinct. For instance, if it isn’t harnessed, it causes one’s personality to become distorted. I guess that the most damaging aspect of it: what it does to the personality.”
“And then the final great tragedy of the distorted personality is the fact that when one fails to harness this instinct, he ends up trying to push others down in order to push himself up. And whenever you do that, you engage in some of the most vicious activities. You will spread evil, vicious, lying gossip on people, because you are trying to pull them down in order to push yourself up. And the great issue of life is to harness the drum major instinct.”
“The drum major instinct can lead to exclusivism in one’s thinking and can lead one to feel that because he has some training, he’s a little better than that person who doesn’t have it. Or because he has some economic security, that he’s a little better than the person who doesn’t have it. And that’s the uncontrolled, perverted use of the drum major instinct.”
“Yes, don’t give up this instinct. It’s a good instinct if you use it right. It’s a good instinct if you don’t distort it and pervert it. Don’t give it up. Keep feeling the need for being important. Keep feeling the need for being first. But I want you to be first in love. I want you to be first in moral excellence. I want you to be first in generosity. That is what I want you to do.”
“If you want to be important – wonderful. If you want to be recognized – wonderful. If you want to be great – wonderful. But recognize that he who is greatest among you shall be your servant. That’s a new definition of greatness.”
“And this morning, the thing I like about it: by giving that definition of greatness, it means that everybody can be great, because everybody can serve. You don’t have to have a college degree to serve. You don’t have to make your subject and your verb agree to serve. You don’t have to know about Plato and Aristotle to serve. You don’t have to know Einstein’s theory of relativity to serve. You don’t have to know the second theory of thermodynamics in physics to serve. You only need a heart full of grace, a soul generated by love. And you can be that servant.”
Enjoy your weekend and enjoy your day on.

The Greatest Gift – Acts of Random Kindness

Blanchard Associate — Fri, 17 Dec 2010 17:18:25 +0000

This time of year I’m usually a great big wound-up ball of stress. It’s not that I don’t enjoy the holidays. Actually, it’s quite the opposite. I always want to do more, a lot more, than I have the means to be able to do. I obsess on trying to find the perfect gift so much so that I am never able to find it. I ‘d love to buy for everyone on my “nice” list but if I did I’d surely go bankrupt. This causes me great pain…even more so when someone on the “nice” list goes way above and beyond your wildest expectations.
I don’t like that this giving spirit of the holidays, that I so desperately want to participate in, causes me such anguish. It’s time to make some adjustments.
Due to some unfortunate circumstances, my family has recently been on the receiving end of a number of acts of random kindness. (And would you believe that as I sit here at my desk typing that last sentence, I just received another one? Unbelievable, these friends and colleagues of mine are truly something special.) Being on the receiving end of so many incredibly thoughtful, charitable acts from people who are under no obligation to do so has been truly overwhelming. It has really helped to lift our spirits and get us through a difficult time.
More importantly, I see their joy when they deliver these unexpected gifts and gestures and it reminds me of the times when I’ve been on the other end. Doing something thoughtful for someone else, regardless of size or cost, is one of the greatest gifts you can give yourself. The feeling that you’ve done something special to help brighten someone’s day is intoxicating.
And so the adjustment that I am striving to make is to do more of this…to give the greatest gift of all, acts of random kindness. I want to do as much as I can, as often as I can, for as many people as I can. I may not be able to get to everyone by December 25th, but I’m on the lookout for opportunities to help a co-worker, friend, family member, or stranger, any chance I get.
Remember, tis the season and what better gift is there to give than the one that is not expected.

Why Lead Now?

Blanchard Associate — Fri, 20 Aug 2010 17:48:16 +0000

THE QUESTION
When I first entered the workforce, I craved the idea of becoming a leader. I didn’t care what it was. I wanted to be a part of it. I wanted to figure it out. I wanted to lead people to the Promised Land—a heroic, epic, charismatic leader marching his team to glory.
And then someone asked, “Where are we going?” Huh? “Why are we going there?” sung another doubter. Questions…Questions…Questions! I shouted in my best Hamletic-Angst.
Then—like a digital TV satellite feed interrupting your favorite reality show, High Def beauty fading to thousands of distorted pixels, just before they send the next victim home—what was clear to me early on, had subtly became distorted to me now.
THE CONFLICT
An Odysessy and two years later, I have doubts about leadership. I may be a heretic for confessing this, as a disciple of Ken Blanchard’s leadership philosophies, but is everyone really a leader? We’ve all known someone that is leading that shouldn’t be. Furthermore, many of my peers, myself included, want nothing to do with management. We just want to do our jobs, and do them well. Why did I ever want to be a leader? Why would I ever want to lead in the future? Why lead now?
In many ways, leadership is a thankless pursuit. At a local level, at a corporate level, in government, and even often at home, people rarely stop to recognize your tireless efforts of getting out emails, making phone calls, or putting up with other people’s shortcomings, doubts, and immaturity. Few, if any, thank you for organizing meetings, explaining the vision, collecting money to pay fees and bills, even delegating responsibilities.
But that’s the HOW of leadership. Leaders, good leaders, need to know WHY they are leading.
THE RESOLUTION?
Leadership is a means to a greater end. It is not an end unto itself. Leadership is the board to the surfer; the bat and the glove to the baseball player; the point shoes to the ballerina; the pen to the writer; the instrument to the musician. The opera is within, and leadership is the voice that allows others to hear what you already know, feel, and desire deep down.
Leadership becomes most unclear to us when we get so focused on the how of leadership that we forget the why. Leadership is about going somewhere—to a city on a hill that may or may not even exist. It’s about getting to a better place tomorrow, because of what we do today.
Frankly, it’s easy to figure out the how of leadership. You can read books, go to seminars, find a mentor, and even experience moments that will teach you the concepts of how to lead. But until you put it into action, until you step off the front porch of your house and go forth into a brave new world, get dirty, suffer setbacks, make mistakes, and put up with all of the burdens that come with trying to help people be better, the burdens that come with making yourself better, then you will not know why you need to lead now.
In every good thing—a good company, a good sports team, a great player, a thriving community, a comfortable t-shirt, a delicious sandwich, a good experience—you will find a leader, or a cluster of self leaders, who know EXACTLY why they are leading now.
Do you know why you lead now?
Jason Diamond Arnold
The Ken Blanchard Companies
Co-Author of Situational Self Leadership in Action